Jasen Berastain

*** **** ******

Mooresville, NC 28115

Cell: 732-***-****

E-Mail: ad4aim@r.postjobfree.com

Summary

Seasoned professional with expertise in training, staffing, and safety regulatory compliance

Long term employment (30+ years) with the world's largest package delivery company and a leading global provider of specialized transportation and logistics services

Proven track record of providing detailed decision making while in a fast-paced environment

Dynamic and task-oriented team player with strong leadership and interpersonal skills

Dedicated and driven by an intense work ethic and strong moral compass

Very organized and a commitment to the success of the organization

Worked with the 4th Largest Logistics firm in the world

Proven safety improvement record in multiple types of operations.

Experienced with Union and Non-Union environments

Professionally trained driver

Field experience in the Restoration Business

Professional Experience

Metrolina Restoration Service

Field Technician/Warehouse Manager Jan 2021 to Jan Present

Responsible for problem solving and resolving customer’s issues in the field

Communicate issues to support team in the office and demolition of affected areas of concern.

Follow up with teams for adherence of time schedules and vendor communication.

Track and monitor supplies

Control spending expenses

DSV Solutions

Warehouse Operations Manager Feb2018- Nov2020

• Responsible for the day-to-day operation of 85 employees and 18 clients.

• Implemented a world class safety team reducing claims dollars by $120K year to year and improving Injury Frequency Ration to below 1%-Zero spend.

• Responsible for labor planning and assignments.

• Implemented quality checks and controls to minimize service disconnects. Genesis Logistics 2016 to Feb 2018

Transportation Manager

• Played a role in staffing and planning a successful transportation department by having proper staffing, hiring and retention plans.

• Improved safety claims dollars from a plan of $1 million to a final cost of $346,737 dollars.

• Customer satisfaction improved by reducing frequency of customer complaints.

• Helped lead the site’s overall compliance audits with the DOT and HACCAP compliance.

• Responsible for a 10.3-million-dollar yearly budget

• Reduced labor costs by improving efficiency and labor planning. United Parcel Service, New Jersey District 1987-2015 Various positions held at UPS over a 28-year period Business Manager at the Colts Neck Center 2012-2015

• Created a business plan for the center to go from the most help needed in the district to a top 10 center

• Dispatched on average of 65 to 85 drivers daily to make pick-ups and deliveries within my geographic area of responsibility

• Retrained a new full time On Car Supervisor

• Responsible for the Local Sort – 75 hourly employees, 9-part time supervisors, and one full time supervisor. Operation serviced all the packages that were picked up by the service provider on a nightly basis throughout Monmouth County

• Accountable for the early A.M. Operation which is responsible for the delivery of packages prior to 8:00 A.M.

Special Assignment:

• Worked with the transportation team helping dispatch over the road trailer and coordinating contract carriers during our peak season. Worked with the Hub Operation validating building line ups and yard control

• Responsible for the coordination of inbound trailers from rail yards’ contract carriers. Manager at the Metro Jersey Labor Relations 2008-2012

• Responsible for representing UPS during contract negotiations

• Responsible for meeting and discussing grievance and labor issues with the Teamster Business Agents

• Responsible for discharge case preparation and representing UPS during discharge arbitrations

• Guided the District pertaining to contract language and adherence to the contract

• Presented in front of the National Labor Committee pertaining to labor disagreements and language interpretation.

• Involved in the investigation process and worked closely with the Security Department. Meadowlands Midnight Hub Operation 2005-2008

• Promoted to Meadowlands Midnight Hub Operation which is one of the three largest Hubs in the Northeast Region

• The team consisted of 7 managers, 13 full time supervisors, 72-part time supervisors, and the daily hourly staffing number that would fluctuate between 450 and 600 people per night

• Processed more than 275,000 packages on a daily basis

• Helped facilitate the lane enhancement changes within the operation that would improve door to door delivery time of our parcels within the Northeast Region

• Coordinated all the required sub committees such as the safety, retention, service, and cost reduction groups

Saddle Brook Hub and Bound Brook Hub 2000-2005

• Gained additional responsibility running the Saddle Brook Twilight, Midnight and Bound Brook Twilight Sort

• Responsible for 4 managers, 40-part time supervisors and 300+ part time hourly personnel

• Responsible for the processing of more than 140,000 packages per night on three different sorts in two different buildings

• Created Safety Committees within all the sorts and lead the way in safety and service

• Responsible for the training teams as well as being the District Champion for Scanning

• Responsible for implementing the first Sunday Sorts in the Saddle Brook Facility as well as increasing the processed volume by 75% from its base Meadowlands Day Hub Manager 1999-2000

• Responsible for the unloading and loading of anywhere between 140,000 packages to 220,000 per day during a 5-hour sort span

• Responsible for 110 employees: 4 full time supervisors and 3-part time supervisors

• Served as the leader and mentor for our new hire and safety training plans

• Worked with the Labor Relations Team regarding discipline and contract disputes Package Service Centers Operations Improvement 1995-1999 Between the years cited, I was assigned to a variety of other Package Service Centers typically to fix operations that were not performing well and were demonstrating poor service levels. Some examples include:

• The Englewood Center: The building was eliminated, and I was responsible for the relocation, division and staffing changes during the process. The old “Englewood building” was split between Saddle Brook Division and Meadowlands Division. During this phase we had to relocate people, vehicles, move skill sets to areas that were need while continuing to make day to day service. I was the team leader on this successful project.

• The Teaneck Center: This was the lowest performing center out of the 13 operating centers. Again, I had to rebuild the infrastructure, develop the staffing requirements and provide the necessary training. All of this occurred while working through a 13-week strike.

• The Carlstadt Center: This was predominantly a wholesale center that delivered almost 10,000 packages a day. However, the challenge was that we picked up well over 20,000 packages a day with the same equipment. Troubleshooting required a great deal of daily planning, follow up and constant leadership to keep the team focused on the end goal which was servicing all of our packages.

Preload Manager- West Division 1992-1995

Promoted to Preload Manager which is responsible for all sectors of the district within a division

• Responsible for the daily dispatch of over 32,000 packages

• Responsible for 120 hourly employees: 4 full time supervisors and 10-part time supervisors

• Long range planning required and demonstrated effectively

• Management of personnel issues as well as package theft concerns On Car Supervisor 1991-1992

The On Car Supervisor oversees the drivers on a daily basis. They ensure that all their deliveries and pickups are made on a timely basis.

• Responsible for the daily management and staffing of 50 Package Car Drivers

• Provide in-depth safety training by validating that all methods are being followed

• Analyze data to develop plans to improve service and reduce cost while still fostering a positive work environment

• Conduct performance reviews and on the job supervision rides with the drivers Full Time Supervisor 1988-1991

• Responsible for the day-to-day operation of loading 40 package cars for daily delivery

• Accountable for the staffing and management of the 24 employees

• Overcome daily operation issues and develop well organized plans for staffing concerns and vacation coverages

Package Car Delivery Driver 1987-1988

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